Exploring the paradox of managerial ambidexterity in exploitation versus exploration
To remain competitive organisations, need to exploit their existing capabilities and knowledge bases to ensure efficiency. But, in dynamic and competitive environments the firm must also innovate, exploring new capabilities and knowledge to renew. The survival of the firm, in the long term, depen...
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ndltd-netd.ac.za-oai-union.ndltd.org-up-oai-repository.up.ac.za-2263-648752020-06-02T03:18:42Z Exploring the paradox of managerial ambidexterity in exploitation versus exploration Booth, Ramie Sutherland, Margie ichelp@gibs.co.za UCTD To remain competitive organisations, need to exploit their existing capabilities and knowledge bases to ensure efficiency. But, in dynamic and competitive environments the firm must also innovate, exploring new capabilities and knowledge to renew. The survival of the firm, in the long term, depends on its ability to achieve ambidexterity, to successfully achieve both activities; reconciling the dilemma of exploitation (efficiency) and exploration (innovation). Individual organisational actors are increasingly recognised as a significant source of organisational ambidexterity. Despite its importance managerial ambidexterity remains a fragmented and incompletely understood phenomenon in academic literature. This study examined how the individual manager can best resolve the dilemma of exploitation versus exploration; namely, should it be a balance through trade-off or a paradoxical combination. A qualitative, exploratory research study was conducted to examine the lived experience of the individual managersÕ quandary of balancing exploitation and exploration. Eighteen semi-structured, in-depth face to face interviews were conducted with Senior and Middle Managers. Participants were from two Multi-National Enterprises known for excelling in both exploitation and exploration globally and operating in the industrials sector, within the South African context. Each interview was analysed using combined inductive and deductive thematic content and frequency analysis techniques. The research identifies a holistic view of the multi-level factors that enable and inhibit individual managers ability to perform exploitation and exploration separately and as combined activities. A process of dynamic sense making is identified with managers resolving the tension of simultaneous demands for exploitation and exploration through dynamic self-adjustment. Managers use a combination of synthesis, temporal cycling and spatial delegation mechanisms to achieve managerial ambidexterity. The core competencies identified as necessary namely, problem solving leading to change management, team leadership, influence and persuasion and emotional intelligence are key elements in the process model. Mini Dissertation (MBA)--University of Pretoria, 2017. pa2018 Gordon Institute of Business Science (GIBS) MBA Unrestricted 2018-05-11T09:02:52Z 2018-05-11T09:02:52Z 30-03-18 2017 Mini Dissertation http://hdl.handle.net/2263/64875 Booth, R 2017, Exploring the paradox of managerial ambidexterity in exploitation versus exploration, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/64875> 16393407 en © 2018 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. University of Pretoria |
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UCTD Booth, Ramie Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
description |
To remain competitive organisations, need to exploit their existing capabilities and
knowledge bases to ensure efficiency. But, in dynamic and competitive environments
the firm must also innovate, exploring new capabilities and knowledge to renew. The
survival of the firm, in the long term, depends on its ability to achieve ambidexterity, to
successfully achieve both activities; reconciling the dilemma of exploitation (efficiency)
and exploration (innovation). Individual organisational actors are increasingly
recognised as a significant source of organisational ambidexterity. Despite its
importance managerial ambidexterity remains a fragmented and incompletely
understood phenomenon in academic literature. This study examined how the individual
manager can best resolve the dilemma of exploitation versus exploration; namely, should
it be a balance through trade-off or a paradoxical combination.
A qualitative, exploratory research study was conducted to examine the lived experience
of the individual managersÕ quandary of balancing exploitation and exploration. Eighteen
semi-structured, in-depth face to face interviews were conducted with Senior and Middle
Managers. Participants were from two Multi-National Enterprises known for excelling in
both exploitation and exploration globally and operating in the industrials sector, within
the South African context. Each interview was analysed using combined inductive and
deductive thematic content and frequency analysis techniques.
The research identifies a holistic view of the multi-level factors that enable and inhibit
individual managers ability to perform exploitation and exploration separately and as
combined activities. A process of dynamic sense making is identified with managers
resolving the tension of simultaneous demands for exploitation and exploration through
dynamic self-adjustment. Managers use a combination of synthesis, temporal cycling
and spatial delegation mechanisms to achieve managerial ambidexterity. The core
competencies identified as necessary namely, problem solving leading to change
management, team leadership, influence and persuasion and emotional intelligence are
key elements in the process model. === Mini Dissertation (MBA)--University of Pretoria, 2017. === pa2018 === Gordon Institute of Business Science (GIBS) === MBA === Unrestricted |
author2 |
Sutherland, Margie |
author_facet |
Sutherland, Margie Booth, Ramie |
author |
Booth, Ramie |
author_sort |
Booth, Ramie |
title |
Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
title_short |
Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
title_full |
Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
title_fullStr |
Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
title_full_unstemmed |
Exploring the paradox of managerial ambidexterity in exploitation versus exploration |
title_sort |
exploring the paradox of managerial ambidexterity in exploitation versus exploration |
publisher |
University of Pretoria |
publishDate |
2018 |
url |
http://hdl.handle.net/2263/64875 Booth, R 2017, Exploring the paradox of managerial ambidexterity in exploitation versus exploration, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/64875> |
work_keys_str_mv |
AT boothramie exploringtheparadoxofmanagerialambidexterityinexploitationversusexploration |
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